For some employees, organisational loyalty can begin as early as the first few weeks when you are just finding your feet.
Starting a new job comes with a medley of feelings. There is the anticipation of starting something unknown, the excitement of progress and, of course, a healthy dose of concern as you make a big change.
More often than not, the early anxiety of starting anew shifts in those first few weeks, as you become acclimatised to your surroundings and establish yourself, not just as a new hire but as a team member and organisational asset. But what if the onboarding process creates more doubt?
That is the question being asked by Robert Walters. The recruitment agency recently published the results of a report exploring the wider impact of onboarding strategies that fail to put the employee at the centre of the process.
What was discovered is that a weak or negative onboarding experience can result in an employee having a poor first impression of an organisation, with the potential to limit long-term loyalty.
Airy fairy
Robert Walters’ data indicated that 22pc of contributing junior employees would consider themselves more likely to leave their role, based on the onboarding experience.
Less than 30pc felt as though they had been adequately supported by their manager during this time and 45pc said they were more than six months in before they began to feel effective in their role.
The research also highlighted a key disconnect in sentiment, with 60pc of participating middle managers of the opinion that they had been supported by their manager during onboarding – however, only 34pc said they felt fully effective in their roles after more than six months.
Commenting on the results, Andrew Powell, the chief commercial officer at Robert Walters, said, “A lot of attention is rightly being paid to the challenges early-career talent is facing in securing a role. In addition to a highly competitive jobs market, the expectations placed on junior employees once they start a job are changing rapidly.
“They are often being asked to contribute sooner, navigate AI advancements and develop skills that have traditionally been associated with more experienced professionals. Effective onboarding plays a critical role in helping young people build confidence, understand expectations and become productive more quickly.”
Across the wider workforce, beyond junior employees, 33pc of all contributing professionals rated their onboarding experience as good or excellent, but 26pc described it as poor or very poor. Less than half (44pc) said their onboarding experience made them more likely to stay with their employer, while 9pc said it made them more likely to leave.
Powell added, “Onboarding is often seen as an administrative process focused on policies, systems and compliance. In reality, it is one of the most important stages of the employee experience. The first few months in a role shape how employees feel about their manager, their team, future career opportunities and the organisation as a whole.”
Where are the gaps?
But, for modern-day employees, what qualifies as a less than stellar onboarding experience? According to Robert Walters and the 1,000 Irish professionals who participated in the research, confusion about roles presented a significant challenge.
41pc of junior professionals identified training and role clarity as a weak area for companies. This was followed by company culture (28pc), while 23pc pointed to a lack of clear role expectations.
This was backed up by 50pc of middle managers who agreed that training and role clarity were lacking during onboarding, with 21pc of the opinion that communication before their start date could have been improved. 15pc also experienced challenges accessing the tools and systems needed to perform their role effectively.
Powell noted, “Many organisations continue to focus heavily on administrative onboarding tasks instead of seeing it as an opportunity to strengthen communication, development and support.”
So what does a positive onboarding experience consist of? According to Robert Walters’ Complete Guide to Onboarding, recommendations include: keeping the process focused on the new hire; equipping leaders with the tools, training and frameworks needed to support new hires effectively; creating structured consistency; extending onboarding beyond the first week; and enabling cultural immersion.
“The organisations seeing the strongest onboarding outcomes recognise that onboarding is not a one-day induction or a first-week checklist. It is a structured process that helps employees build relationships, understand expectations and develop confidence over time,” said Powell.
“At a time when many organisations are focused on building future talent pipelines and developing critical skills, onboarding has become a far more strategic business priority than many may realise.”
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